Talent Management: The Development Of Talent Management

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Talent Management (TM) has attracted increasing attention from academics and practitioners in recent years. TM generally deals with the way companies are strategic and deliberate in how they source, attract, select, train, develop, retain, promote and move employees through the organization. It must be practiced at all levels of organization as it requires investment in intangible assets.
Today the development of talent management is one of the most important factors of the successful business and is a key component of maintaining sustainable competitive advantage in organizations. The semiconductor industry in Taiwan has demonstrated astonishing growth during the past thirty years and become one of the major IC producers in the world but recently …show more content…

HRM practices have been defined in several aspects. Schuler and Jackson (1987) defined HRM practices as a system that attracts, develops, motivates, and retains employees to ensure the effective implementation and the survival of the organization and its members. Besides, HRM practices is also conceptualized as a set of internally consistent policies and practices designed and implemented to ensure that a firm’s human capital contribute to the achievement of its business objectives (Delery & Doty, 1996). Likewise, Minbaeva (2005) viewed HRM practices a set of practices used by organization to manage human resources through facilitating the development of competencies that are firm specific, produce complex social relation and generate organization knowledge to sustain competitive advantage. Against this backdrop, we concluded that HRM practices relate to specific practices, formal policies, and philosophies that are designed to attract, develop, motivate, and retain employees who ensure the effective functioning and survival of the …show more content…

In other words, it involves creating a Human-Capital (HC) centric organization [4].The contrast here is to the structure centric approach to organizing which has been and continues to dominate in the corporate world. It focuses on well-defined jobs, relationships, and control systems as the way to achieve performance excellence. Two particularly visible and popular approaches to HC-centric management are being used by organizations today: the high involvement approach and the global competitor approach, both of them depend on the effective utilization of talent as a key differentiator and source of competitive advantage. Where they differ is in how they treat talent and how they expect to gain competitive advantage from It. in ensuring individuals are given opportunities to develop skills and enhance their careers, talent management practices should encompass the whole of the talent management pipeline. For that to happen, Talent Management Practices must be completely aligned with an organization’s mission, vision and values, and fully integrated into the organization’s long term strategic planning. These aims are proposed by Hannum, Martineau and Reinelt (2007), in an in-depth review of designs for evaluating leadership development and using the

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